Interpersonal Business

Dear Manager,
One of the single greatest factors in a salesperson’s ability to meet both personal and organizational objectives is the ability to consistently establish and maintain an effective schedule. There is truly an Art to scheduling. Management can often underestimate the need for training, individual analysis, and quantified performance in this area.

The highest impact on scheduling can be seen in weekly order production. How does one salesperson write only ten orders per week when another salesperson is never satisfied with less than twenty-five? Each may believe they have maximized their schedules, but have they? There are a series of practical concepts that, when embraced and developed, can bring substantial impact to sales.

NEVER LEAVE A MESSAGE
Have you ever had a discussion with a sales associate relating to a client’s potential and heard the associate say: “I’ve left three messages and they haven’t gotten back to me.” ? Of course they haven’t. Only on rare occasions is it as important to the potential (or current) customer to return the call, as it was to the salesperson to make the call. If your objective is to have a personal conversation with a client, you are least likely to succeed by leaving a message.

I guarantee that you will always be encouraged to leave a message. If you are persuaded to do so, your customer may or may not even get your message. If they do, they may or may not feel the need to respond. Chances are that even if they do respond you will be unavailable, or ill prepared, for the conversation you had envisioned. Compound these frustrations with the inner debate of how soon you should try again to leave a second or third message.

Begin by taking full responsibility for initiating your priority conversations. Since your intent is not to “hound” your customer, think twice before leaving your name and a message. Instead, you might say, “I’m going to be difficult to catch, what is Bob’s schedule?” or “When is the best time to catch him, I will try again.” This will serve your needs well. Should it take six more calls to reach the customer, you now have the option to do so. Without a name, your client cannot feel badgered by your calls, and you will be able to control your objective. As the old adage goes, “timing is everything in sales”, so make your own timing!

Of course, if you are returning a call from a client, you have been asked to call. If your customer is not available, you would be wise to leave your name. And, since they have asked you to call, you are free to try, try again!

THE BIG SIDE STEP
Now that you have achieved your initial objective of a personal conversation, you must deal with the excuses and delay tactics of your clients. I found early in my career that it seemed easier to schedule appointments on the road than those only a half mile from my office. My conclusion was that there was a sense of urgency to see me and fit into my schedule to avoid missing me all together. I began to reference to my local customers, “I’m scheduled to be in your area next week and don’t want to miss getting together with you.” This approach instills that sense of urgency, establishes the importance of your own schedule, and some uncertainty as to your ability to jump to their needs with little or no pre-planning.

For those customers who continue to stall your appointments, take every opportunity to use their statements and conversations to your current and future advantage. If they suggest, “Let’s get together next month”, immediately suggest, “That sounds great! My schedule for next month is filling up, so we should go ahead and schedule your appointment today.” Should you be asked to call back the following month, the best approach is, “In our last conversation you wished to get together this month. Will Wednesday work for you?” All too often, a salesperson’s conversation may be closer to, “I’m following up my last call. Did you still want to get together?”

Sales associates often feel obligated to meet only the needs of their customers’ schedules. This was also true for me for a number of years. I soon realized that if I was prepared for my conversations, I could convince my customers to fit into my schedule 75% of the time! By doing so, my personal productivity could be increased by nearly 30%. Instead of spending valuable hours in the car, I was now spending many more hours with my clients. Don’t be afraid to position and create an equal sense of value of your time in the eyes of your customers. If you have not done so, then why should they. . .

. . .TIGHTEN IT UP
There are salespeople who are very satisfied with a schedule that may include one or two appointments a day. Often, these are also the salespeople who can rationalize how incredibly busy their schedule has become. With limited preparation and planning, all of us can make one more call a day. Can you imagine the impact for an individual and an organization if this could be accomplished on a monthly basis? Sales objectives would no longer be required.

The first step in challenging this objective is developing a greater sense of urgency to the limited presentation hours in our day. If an appointment normally requires three hours, can it be accomplished effectively in two? While this may not always be the case, I would suggest that with purpose, more often than not it can be accomplished. Once this is accepted, it is now time to begin scheduling appointments based on this assumption. Generally, the salesperson comes better prepared to their appointments, knows the priorities of the meeting, and is much more focused on achieving these objectives in a timely manner. With this thought in mind, there are many instances where a two hour appointment with purpose can out perform a three hour appointment with limited direction.

Don’t be afraid to share with your 9:00 appointment that you also have an 11:00 appointment on that day. Once again, this instills a sense of importance and priority for your time and your schedule. Once this has been established, I have often been amazed by the sense of respect and the encouragement from my customers towards meeting my needs. It can be perceived that only the very best and “in demand” sales professional can be working on a tight schedule.

WE WILL NEED TO RESCHEDULE TODAY!
Creating the need to schedule your next appointment should be at the very top of a salesperson’s appointment objectives. This should be done with very subtle and direct references to product categories that will need to be reordered soon, upcoming promotions, or seasonal merchandise that needs to be ordered. These observations should be referenced throughout the agenda of your current appointment.

You may even wish to withhold presentation of a secondary product category in your current meeting in anticipation of a more focused objective and greater
reward for your next meeting. By the end of your appointment, it should be abundantly clear for the need to reschedule. NEVER leave an appointment prior to scheduling your next appointment. Now that I have suggested never, what if 70% of your schedule was finalized weeks and months in advance!

DIALING FOR DOLLARS!
As salespeople, we have all devoted days on the phone to filling our schedule. We’re trying to catch that elusive “fish” (I mean buyer) in the proper frame of mind, to schedule some time. In most cases, fishing is a hobby not a career. By incorporating some of these very practical skills into your own approach, the need for phone time can be realistically cut in half. And, truth be told, even the most seasoned, professional fisherman would rather catch than fish!

Personal Regards,
Keenan

INTERPERSONAL© is published by INTERPERSONALBIZ.COM, Keenan Longcor, Editor, ©2008. Duplication of this publication is permitted for both personal and business use. Excerpts may only be quoted with acknowledgment of INTERPERSONAL and/or INTERPERSONALBIZ.ORG as the source. For re-publication rights, please contact the editor at KEENAN@INTERPERSONALBIZ.COM

Dear Manager,
As managers, I think we always hope to have a grip on reality and at least one foot firmly planted. We all feel the responsibilities of our profession, and fully hope that we are perceived in a light consistent with the needs of those we work with. At times, I have wondered if how I am perceived is, in fact, consistent with my own perception. A story was related to me a few years ago, referencing that all relationships have four very basic quadrants, similar to the four panes of a window. The first windowpane represents how we see ourselves. The second reflects how we want to be seen. The third reflects how we believe others see us. The fourth is how we are actually seen by those around us. This very interesting thought process is worth more than an occasional review.

SEEING OURSELVES
In 1980 I convinced myself I was not capable of becoming a manager. On two occasions I had given my best effort to establish an organization of more than one. Twice I had been thrilled to fulfill my goal of hiring an individual for a sales region. In each case, the individual lasted less than a week. I was devastated. I can remember hearing of others “who just couldn’t hire people.” Could I be plagued with a similar malady?

In my mid 20’s, and with a fair amount of anxiety, I was looking for an individual with the ability to assist in the development of one of my sales regions. I enjoyed field sales, but had reached the proverbial wall in my ability to sustain needed increases and properly service my accounts. There seemed to be two options: hire someone (oh god), or leave the only profession I knew (oh my god!). The self- imposed pressures seemed overwhelming.

After a third desperate try, I perceived myself as someone with no future in management. To bring transition to my career, I developed a new mail order company. I hired a family friend to assist me as an employee for the new business, while doing the best that I could individually as a manufacturers representative.

Within a few weeks, my employee pointed out that I obviously needed someone to assist me in the field (just what I wanted to hear). His confidence convinced me to give it another try. With anticipation, we began the process once again. With an incredible sense of relief, we found success (thank God). Within two years, the mail order business was closed, and the sales agency had grown to include six associates.

I have had many years to reflect on this time in my life, and have realized that I learned a huge lesson in this process. Our self-perception is as real as real can get. When taken to the next level, our conclusions can easily preclude, limit, and even eliminate our ability to learn and mature in our given field. I could not accept my inability to succeed; yet in my mind I could no longer risk another failure.

We have all been thrust into situations that through our maturity and experience, we are not emotionally prepared to successfully accomplish. Is this a flaw in our personality that cannot be resolved? From my experience, I now accept that a current shortcoming is simply a difficult lesson that has no bearing on a future ability to find success in a similar situation.

HOW ARE YOU SEEN?
Are your staff’s perceptions important to you… and your organization …or should it be? Do you compromise your own standards in an effort to please? At times, have you tried too hard to sell or justify your position? As a manager, have you become more resistant to the opinions and perceptions of others? Have you simply taken the dogmatic approach to the decision making process? I would suggest that over the lifetime of a management career, all of the above have impacted us.

Tough decisions and their corresponding perception are part of the package in management. Can those around us fully comprehend all of the dynamics in our decision making process? Are others ever aware of the day-to-day demands that impact these decisions? Will we be able to please everyone with the types of difficult decisions that need to be made in managing an organization? The answer, unfortunately, is no. Showing flexibility, knowledge of all aspects and circumstances, and a willingness to come to a decisive conclusion is critical. Over time, how we are perceived by these decisions becomes reality for those individuals involved.

With the fast pace of business in the ‘90’s, there will never be the opportunity to share ones perspective in the hour-by-hour decisions required in running a sales organization. By nature, a clear decision making process instills confidence, and will give those associated with us a sense of stability. Confidence and consistency should be considered your greatest ally. It will speak for you in times when there is no opportunity or need to fully explain.

CLARIFYING ANOTHERS “VISION”
Leading by example is a highly underrated form of management. There can be a perception that management has all the flexibility, while everyone else puts in their hours. This is true to a degree, yet management has the ultimate responsibility for the broad-based livelihood of the organization. Although flexibility is essential for management to be successful, what staff members of an organization may relate to is the hands-on, elbow-to-elbow aspects of the relationship.

When there is a tough or “dirty” job that needs to be done, jump in and do it. There is no stronger example than your willingness to get your hands dirty. Occasionally, take on an “unglamorous” project. Assume responsibility for the worst job. How can anyone second-guess your commitment if you are willing to do what ever it takes to achieve your mutual goal? Never ask someone else to do something that you would not ask of yourself.

I am not suggesting that we forego the need to delegate responsibility as the needs of an organization grow and evolve. I am suggesting that we set an example showing we are never above the very real day-to-day needs of our organization. We learned to accomplish these tasks in the beginning, and we have never forgotten how.

YOUR “VISION” OF OTHERS
THERE IS ALWAYS MORE TO THE STORY! Over the years, I have received phone calls from frustrated customers or manufacturers regarding their perception of an individual associate. The caller, of course, would like immediate resolution of the issue at hand. How often have you gotten off the phone, having just had a conversation that reflected on another individual that, from your own perspective, simply did not make sense? In effect, you are being asked to make a decision or support another point of view based on one frame of reference – theirs.

In such situations you owe it to yourself and the parties involved to step back long enough to confirm or deny your own instincts of what reality truly is. Do not hesitate to end the conversation forming no opinion until you have had the opportunity to discuss the circumstances with all parties.

While this concept may seem obvious, in the fast pace of management it is very easy to form an opinion or jump to conclusions with only limited and or inaccurate information. I have personally found from experience, if it simply doesn’t make sense, in all cases, there is more to the story.

WHAT IS REAL?
In this life, at least, we will never know with certainty how we are actually perceived by those around us. There are indications, but often from those who either wish to tell us what we want to hear, or who are close enough to our reality that they may have lost some of their own objectivity. As managers, we must encourage, consider, and often make changes based on the input of others. The continued success and relevancy of our management style depends on it. As individuals, today’s greatest weakness can indeed become tomorrow’s greatest strength.

Personal Regards,
Keenan

INTERPERSONAL© is published by INTERPERSONALBIZ.COM, Keenan Longcor, Editor, ©2008. Duplication of this publication is permitted for both personal and business use. Excerpts may only be quoted with acknowledgment of INTERPERSONAL and/or INTERPERSONALBIZ.ORG as the source. For re-publication rights, please contact the editor at KEENAN@INTERPERSONALBIZ.COM